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From NY Times Magazine: Organizational psychology has long concerned itself with how to design work so that people will enjoy it and want to keep doing it. Traditionally the thinking has been that employers should appeal to workers’ more obvious forms of self-interest: financial incentives, yes, but also work that is inherently interesting or offers the possibility for career advancement. Adam Grant’s research, which has generated broad interest in the study of relationships at work and will be published for the first time for a popular audience in his new book, “Give and Take,” starts with a premise that turns the thinking behind those theories on its head. The greatest untapped source of motivation, he argues, is a sense of service to others; focusing on the contribution of our work to other peoples’ lives has the potential to make us more productive than thinking about helping ourselves.
From 99%: Here’s the problem we face, every day of our lives. Nearly everything that generates enduring value requires effort, focus, and even some discomfort along the way. At the same time, we’re deeply wired to avoid pain, which the body reads as mortally dangerous, and to move toward pleasure, the more immediate the better. Based on work of Roy Baumeister
From ChangeThis: What motivates young people isn’t the promise of a distant retirement check thirty or forty years after they’ve given all they have to a company that doesn’t let them have a piece of the pie. The first thing you need to keep in mind is the fundamental idea of ownership.